Inspirational Innovation

By MaryGrace Allenchey, PMP

Project, Program and even Portfolio Managers often view and perform their role as the process and procedure police, the rules and regulations regime, the report recorder and/or the statistics supplier.

It is no wonder that they are often perceived as confrontational versus inspirational !!!

Effective and successful PM professionals acknowledge that they must continually inspire their implementation teams and other project or program stakeholders, to both catapult and sustain optimum performance.

Managers must foster and facilitate Inspirational Innovation

Inspirational: stimulation of the mind to a high level of activity and invention.

Innovation:  introducing something new…new product, new program, new process, new procedure, et al

Producing the primary outputs or deliverables of the following five (5) PM Process Groups of  Project and Program Management (PM) best practices, outlined in the PMBOK® Guide…

  1. Initiating,
  2. Planning,
  3. Executing,
  4. Monitoring & Controlling, and
  5. Closing …

while simultaneously ensuring mega-doses of PM Vitamin C6®:

  1. Communication,
  2. Collaboration,
  3. Cooperation,
  4. Commitment,
  5. Consensus and
  6. Celebration …

can actually inspire innovation, and ultimately optimize overall performance and promote project and program success.

Inspire all your stakeholders… senior-management, sponsors, vendors, clients/customers, end-users, implementation-teams, et al … applying the following tactics, tools and techniques, to engage both their knowledge and experience, and optimally utilize their expertise.

INSPIRE PM best practices(Processes & Deliverables) PM Vitamin C6
I Initiate Initiating Process

  • Defined and documented what and why of the project or program initiative
  • Comprehensive Deliverables Diagram
  • Approved PM-Charter
  • Communication
  • Cooperation
  • Consensus
NNegotiate PlanningProcess

  • Deliverables-based Work Breakdown Structure
  • Defined baselin “Triple Constraint”

(Scope, Time, Cost)

  • Communication
  • Collaboration
  • Cooperation
  • Consensus


SStrategize Planning Process

  • Identified human, material and equipment assets required for project or program implementation tasks.
  • Communication
  • Collaboration
  • Cooperation
  • Consensus
  • Commitment
P Promote Executing Process

  • Acquired and assigned resources
  • Engaged stakeholders
  • Communication
  • Consensus
  • Commitment
I Implement Executing Process

  • Defined implementation strategy… the PM-PLAN
  • Completed activities/tasks
  • Mitigated risk events
  • Communication
  • Collaboration
  • Consensus
RReview Monitoring & ControllingProcess

  • Defined Quality Assurance procedures
  • Performed Quality Control Tasks
  • Applied Earned Value Management (EVM) analysis:
    • Schedule Variance
    • Budget Variance
  • Communication
  • Collaboration
E Enhance Monitoring & ControllingProcess

  • Updated, revised baseline PM-PLAN
  • Applied EVM Techniques
    • Estimated Time to Complete
    • Budgeted Cost to Complete


  • Communication
  • Cooperation
  • Collaboration
  • Consensus

Confrontational or Inspirational … What is your style ???

Inspirational Innovation….

Proficiently and efficiently applying PM best practices, while simultaneously providing, facilitating and ensuring PM Vitamin C6, to promote and sustain optimum individual and team performance and realize project and program success.

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